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CLEANER CARGO efficiently the fleet deployment and capacity, MSC
created a new department in 2009: Fleet, Network,
MSC’s efforts for cleaner cargo are shown by our Efficiency (FNE). The focus of the department is to
willingness to improve cargo management through utilise the ships’ capacity and the entire MSC network
several initiatives, such as alliances with other major to their maximum potential and bring stability on the
shipping lines. This promotes a highly efficient use of operational front to improve customer satisfaction,
vessel space and reduces fuel consumption. while reducing losses and inefficiency.
At the international level, MSC is actively involved in Capacity management is run on three levels: fleet,
many important initiatives promoted by the maritime trade and ship, meaning that where there is a shift
industry, such as the Clean Cargo Working Group in demand from the market, the department has the
(CCWG). It is a business-to-business leadership tools and executional know-how to adapt accord-
initiative involving major cargo carriers, which is ded- ingly. This results in changing deployment schemes
icated to improving the environmental performance of when patterns also change on certain services (due to
marine container transport and promoting responsible the seasonality of certain commodities, for instance)
shipping. CCWG, among other measures, reports as well as maintaining the fleet typology in line with
and evaluates performance data in marine container operational requirements.
transport. CCWG’s annual emissions factors report Amongst the other assets managed together with the
indicates that carriers have reduced CO emissions fleet are the live operations in the terminals around the
2
per TEU-km by more than 8% from 2014 to 2015 and world and the combination of the two. For example,
by 35% since 2009. running the ships efficiently in and between the ports.
Over the next coming years, MSC will further strength- By constantly monitoring the operational efficiency
en its involvement with the International Maritime of the resources on the ground, MSC further reduces
Organization (IMO) and increase its participation in the idling of resources, both human and equipment.
the international policy dialogue related to environ- Consequently, this task force ensures that, by providing
mental issues. the most efficient operational programme in a port,
each ship spends the least possible time alongside,
thus giving it more steaming time at lower speeds
FLEET NETWORK AND than planned and therefore the lowest possible fuel
TERMINAL EFFICIENCY consumption.
FNE is highly proficient in adapting to the constantly
MSC has heavily invested, throughout its tonnage changing market, combining the available assets in
growth, in economies of scale with a favourable direct the best possible way to balance cost savings and
impact on carbon emissions’ reduction. MSC has been customer satisfaction. The stability of the network
able to increase organically the capacity per ship from relies on this flexibility to counter any unforeseen
3,200 TEUs in 2006 to an impressive average capacity shifts of one of the components (i.e. port congestion,
per ship of 6,100 TEUs at the end of 2016. While the weather issues, vessel incidents and other factors).
top ten carriers average was around 5,200 TEUs per MSC’s network is constantly analysed to explore any
ship, MSC has positioned itself as a clear leader in the opportunities for economies of scale, speed reduction
container shipping industry over the past decade. and better capacity utilisation, which all directly
However, economies of scale on their own are influence carbon and other air emissions. These
not sufficient if the network is not maximised and factors can all enhance the company’s efforts towards
each ship’s capacity is not fully utilised. To manage the protection of the marine environment.

62 MSC’S COMMITMENT TO THE ENVIRONMENT MSC SUSTAINABILITY REPORT 2016 63